Transition to Leadership Scholarly Paper: Transformational leadership Leadership demonstrated by nurses has been identified as an essential aspect of efficient functioning within a unit as well as, it is a pillar of high quality nursing care (Ajanaku & Lubbe, 2021). The state of healthcare is constantly evolving and changing and throughout this nurse leaders have played a part in helping transition to new best practices. Kouzes and Posner have developed a leadership mode centred on different leadership practices that when used helps develop effective nurse leaders. This model includes 5 areas of practice which includes: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. For a nurse
(2008). I would like to challenges Chief Nurse Executives (CNEs) to lead the journey and highlights how patients, their families, and health care organizations would benefit immeasurably if CNEs stepped forward and accepted this leadership role, then and only then can the best practice changes begin to improve what we as nurses already know. The processes of leading are intended to enable more people to develop into leaders and more people to share the roles of leading, to enhance the quality and safety of patient care (Stone P. Hughes R, Dailey M.
An example of this model is shared governance (Huber, 2014). Shared governance empowers, as well as makes staff nurses accountable, on subjects such as scheduling, unit specific policies, issues, and education opportunities (Ott & Ross, 2014). The decentralized model empowers nurses to make decisions and changes. This allows more time for management to focus on other issues (Huber, 2014).
Shared governance has been effectively used in the nursing field to allow nurses to be a part of the patient decision making process. Whole-systems shared governance is sharing the power and authority with all aspects of the organization for an interdisciplinary approach to patient service. Shared governance places the decision making into the hands of the individuals that will be providing the care. This author is in favor of moving a healthcare organization from the hierarchical system into the whole-systems shared governance. The whole-system shared governance is a horizontal structure that allows every individual in the organization an opportunity to contribute into the decision making and they are given accountability over themselves
Work nursing leaders from three different nurses such as RNs, LPNs and RPNs are working together on some national project but there is lack of comfortable and productive inter-dependent relationship. The group is not comfortable for a number of reasons. The major reason behind this one is the unequal numbers and powers within these three nurses groups. Due to higher in numbers (246,000) RNs can overrule the needs and concern of LPNs and RPNs. As RPN leaders like Manitoba’s Annette Osted and Marg Synshyn mentioned that context of any dialogue give the importance to the higher number of nurses.
I am a member of Unit Practice Council (UPC) in my unit which represents for the unit-based aspect of the shared governance model in nursing. UPC is front line nursing staff making decisions about nursing on the unit they work on. Our team members are mainly bedside nurse assistants and nurses in the unit. We are responsible for attending meetings, reporting activities, discuss issues and decide how to resolve the issues. We are currently working on several - main topics.
The role of a nurse administrator is not only an art, but a science. Leadership skills are innate in nature that are developed on the job through education and real-life experiences. Nurse administrators apply distinctive styles of leadership to navigate and support successful nursing teams. Using the ANA Nursing Scope and Standards of Practice for Nurse Administrators and QSEN Quality and Safety Education for Nurses, I will explore the nurse administrator role as a leader, mentor and coach for positive outcomes. This will be addressed using nursing theory and evidence-based research as it drives practice outcomes in healthcare.
Nurse leaders must also be able to engage and empower staff to incorporate a
Shared governance is an innovative model used to provide direction for the professional practice of nursing. This model is used to direct nurses to participate in unit-based decision making that allow nurses to demonstrate accountability and ownership for their practices. The goal of the model is to improve quality patient care contain costs, and retain nursing staff. According to Marquis and Houston (2012), “In shared governance, the organization’s governance is shared among board members, nurses, physicians, and management” (p. 270-271). Shared governance is imperative in the healthcare institutions.
Our current healthcare system is in constant change. Health care is evolving; it is constantly re-structuring and re-evaluating itself. Employers and employees gather together under some type of ideas and rules to achieve a common goal, but in order to be able to achieve that specific goal, some type of structure is necessary. Organizational theory in health care works towards understanding, predicting and controlling productivity and guarantying the success of the organization. One of the greatest changes in this evolution is how the nursing profession has been more recognized and is increasingly participating in decision making along with people of higher power in the organizations.
Shared governance is extremely important when it comes to the profession on nursing. What is shared governance and how does it relate to nurses? “Shared governance is a dynamic process for achieving organizational effectiveness by promoting decision making and accountability for practice through empowerment” (Bednarski, 2009, para. 1). When organizations allow nurses to participate in shared governance, it gives the nurses professional autonomy (Bednarski, 2009). “It empowers nurses to contribute collaboratively to the decision-making process related to nursing practice, practice standards, and procedures” (Bednarski, 2009, para. 1).
Leadership and board governance in the healthcare system Name of student: Name of institution: While it is likely for one to think that board and the management are the same things, taking a keen look at the two makes the two distinctly different. The duties and responsibilities differ. A good start is through defining the two names. A board is a group of people having the collective authority to control a given institution that is administered by an executive and other staff member.
The overall aim of this assignment is to critically discuss the key principles of leadership and management. These topics will be explored in the healthcare setting with particular focus on nurse leadership and management in the Irish health system. This will be achieved by discussing leadership in terms of communication and teamwork and management in relation to practice development and decision making. These concepts are integral to effective management and motivation of staff and clients which will help build quality work environments and facilitate positive outcomes for patients and the nursing workforce.
Topic Part 1: Is shared and distributed leadership the only way forward for leadership within the current health and care context? Part 1 Introduction- Statement about Leadership Yukl(2010) defined Leadership as the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives. Winston and Patterson (2006) stated leadership aimed to identify the diversity of their followers in order to achieve goals and can provide some support, training and education to the followers to help them to improve their abilities within the organization’s goals and resources to ensure the goals can be reached.
They are able to connect, communicate and coordinate across multiple departments, professional opinions and voices, and the daily schedules of patients. Advocating and designing care with the patient and family is a true skills set and cultural attribute that adds tremendously to a culture of safety and patient – centeredness but requires the most able leadership to build these bridges across the many professionals engaged in care. Building this culture is a leadership challenge and there is no one in my experience better able to make these changes than nursing leaders ( Maureen Bisognano, 2009). Nurses should not just be at the bedside or within the nursing community but must be involved as leaders and decision – makers throughout the healthcare system. As Maureen Bisognano (2009) points out, the best nurses are accomplished envoys among different players and interests involved in direct patient care, which is a skill needed throughout organizations and businesses, not just in hospitals or
